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The Ten Management Roles of a Manager identified by Mintzberg!
Mintzberg intensively studied five CEOs and their organizations, along
with a calendar of their scheduled appointments for a month.
Additional data collected during a week of structured observations
included anecdotal data about specific activities, chronological
records of activity patterns, a record of incoming and outgoing mail,
and a record of the executive's verbal contacts with others.
On the basis of this data, Mintzberg divided managerial activities
into Interpersonal, informational and decisional roles.
Sharing for your kind perusal and ready reference.
The Ten Management Roles of a Manager identified by Mintzberg
Role Description Identifiable activities
|-------------------------+-------------------------+-------------------------|
| INTERPERSONAL | | |
|-------------------------+-------------------------+-------------------------|
| Figurehead | Symbolic head; obliged | Ceremony, status,
|
| | to perform a number of | requests, solicitations |
| | routine duties of a | |
| | legal or social nature | |
|-------------------------+-------------------------+-------------------------|
| Leader | Responsible for the | Managerial activities |
| | motivation and | involving subordinates |
| | activation of | |
| | subordinates; staffing, | |
| | training, and associated| |
| | duties. | |
|-------------------------+-------------------------+-------------------------|
| Liaison activities | Maintains self-developed|
Acknowledgement of mail,|
| | network of outside | external board work, |
| | contacts and public | other contacts involving|
| | relations to maintain | outsiders |
| | flow of information. | |
|-------------------------+-------------------------+-------------------------|
| INFORMATIONAL | | |
|-------------------------+-------------------------+-------------------------|
| Monitor | Seeks and receives a | Handling all mail and |
| | wide variety of | contacts; categorized as|
| | information (much of it | concerned primarily with|
| | current) to develop a | receiving information ( |
| | thorough understanding | e.g. – periodical news, |
| | of the organization and | observational tours) |
| | environment; emerges as | |
| | the nerve center of the | |
| | organization’s internal | |
| | and external | |
| | information. | |
|-------------------------+-------------------------+-------------------------|
| Disseminator | Transmits information | Forwarding mail to the
|
| | received from outsiders | organization for |
| | or from subordinates to | informational purposes, |
| | members of the | verbal contacts |
| | organization; some | involving information |
| | information is factual, | flow to subordinates |
| | some involve | (e.g. review sessions |
| | interpretation and | instant communication |
| | integration. | flows) |
|-------------------------+-------------------------+-------------------------|
| Spokesperson | Transmits information to| Board meetings,
handling|
| | outsiders on the | mail and contacts |
| | organisation’s plans, | involving transmission |
| | policies, actions, | of information to |
| | results and so forth; | outsiders |
| | serves as an expert on | |
| | the organisation’s | |
| | industry. | |
|-------------------------+-------------------------+-------------------------|
| DECISIONAL | | |
|-------------------------+-------------------------+-------------------------|
| Entrepreneur | Searches the | Strategy and review |
| | organization and its | sessions involving |
| | environment for | initiation or design of |
| | opportunities and | improvement projects |
| | initiates ‘improvement | |
| | projects’ to bring about| |
| | change; supervises | |
| | design of certain | |
| | projects as well. | |
|-------------------------+-------------------------+-------------------------|
| Disturbance Handler | Responsible for | Strategy and review |
| | corrective action when | involving disturbance |
| | the organization faces | and crises |
| | important, unexpected | |
| | disturbances. | |
|-------------------------+-------------------------+-------------------------|
| Resource Allocation | Responsible for the | Strategy and
review |
| | allocation of | involving authorization,|
| | organizational resources| any activity involving |
| | of all kinds, in effect,| budgeting and the |
| | the making or approving | programming of |
| | of all significant | subordinates work |
| | organizational | |
| | decisions. | |
|-------------------------+-------------------------+-------------------------|
| Negotiator | Responsible for | Negotiation |
| | representing the | |
| | organization at major | |
| | negotiations. | |
|-------------------------+-------------------------+-------------------------|
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